Sales organizations are under constant pressure to maximize their potential. To accomplish this they need to integrate their people and processes with those of the finance and operations groups and have access to all available information and useful technology. This is particularly true in the area of sales compensation, which when managed properly recognizes accomplishments, rewards success and motivates people. However, we find that few sales organizations take a comprehensive approach to sales compensation management.
Investing wisely in sales-related people and processes is a key to business success. In 2012, helping sales staff perform at their highest levels should be a top priority for management. That may take some effort, according to our benchmark research, which indicates that only 14 percent of sales organizations operate at the highest level of innovation and competitiveness. In recent years, most organizations merely discussed moving beyond using only their sales force automation application and Microsoft Office for improving sales efficiency. Now sales organizations can move beyond systems that were designed decades ago, thanks to the availability of a broad range of applications to support sales activities and processes. In fact dozens of new types of sales applications are available to help sales focus on selling, which creates another issue. Where should sales organizations focus their limited resources and budgets?
Topics: Analytics, assets, Business Analytics, Business Collaboration, Business Mobility, Business Performance Management (BPM), channel, Cloud Computing, coaching, Collaboration, commission, CRM, Customer Performance Management (CPM), Financial Performance Management (FPM), Learning, Operational Performance Management (OPM), Performance, Planning, Reporting, Sales, Sales Compensation, Sales Force Automation, Sales Performance Management, Sales Performance Management (SPM), SFA, Social Media, Workforce Performance Management (WPM), Office of Finance, Big Data, Mobile